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allan	
  kelly	
  
Twi+er:	
  @allankellynet	
  
h+p://www.allankelly.net	
  
Do	
  it	
  Right	
  
Then	
  
Do	
  the	
  ...
The image cannot be displayed. Your computer
may not have enough memory to open the image,
or the image may have been corr...
Management	
  commandment	
  
Do	
  the	
  Right	
  Thing	
  
Then	
  	
  
Do	
  it	
  Right	
  
I	
  am	
  here	
  
to	
 ...
I	
  am	
  not	
  saying	
  
Knowingly	
  do	
  the	
  Wrong	
  Thing	
  
I	
  am	
  saying	
  
You	
  only	
  know	
  the...
Exhibit	
  A	
  -­‐	
  The	
  Alignment	
  Trap	
  
Less	
  
EffecJve	
  
More	
  	
  
EffecJve	
  
Highly	
  aligned	
  
Le...
Doing	
  the	
  right	
  thing…	
  
•  Costs	
  	
  
– Money:	
  £consultants,	
  $analysts,	
  €managers	
  
– Time:	
  A...
Exhibit	
  B	
  –	
  Lean	
  Start-­‐Up	
  
•  Knowing	
  is	
  difficult	
  
•  Get	
  into	
  the	
  market	
  to	
  
find	...
Exhibit	
  C	
  –	
  Changing	
  course	
  
Seqng	
  	
  the	
  “right”	
  course	
  	
  makes	
  it	
  harder	
  to	
  
c...
Exhibit	
  D	
  –	
  Changing	
  (Me!)	
  
•  Its	
  about	
  Learning	
  
•  To	
  Learn	
  we	
  must	
  do	
  
•  How	
...
Exhibit	
  E	
  –	
  He	
  who	
  learns	
  fasters	
  
“We	
  understand	
  that	
  the	
  
only	
  compeJJve	
  advantag...
How	
  do	
  you	
  learn	
  fast?	
  
•  Do	
  
•  How	
  do	
  you	
  do?	
  
•  Iterate	
  
– Iterate	
  faster	
  
– I...
Ready,	
  Fire,	
  Fire,	
  Fire,	
  Aim,	
  Fire,	
  …	
  
Choose	
  your	
  weapon	
  
M16	
  from	
  Dragunova	
  via	
  WikiCommons,	
  CreaJve	
  Commons	
  License	
  
L115A3	
...
Or	
  is	
  your	
  choice	
  more	
  like….	
  
M16	
  from	
  Dragunova	
  via	
  WikiCommons,	
  CreaJve	
  Commons	
  ...
Which	
  are	
  you?	
  
Your	
  delivery	
  (supply)	
  side?	
  
Your	
  business	
  (demand)	
  side?	
  
Choose	
  your	
  weapon	
  
Snipers	
  Rifle	
  
•  Known	
  target	
  
•  Clear	
  shot	
  
•  Time	
  to	
  prepare	
  
...
Choose	
  your	
  approach	
  
Sniper	
  development	
  
•  Market	
  is	
  slow	
  moving	
  
•  Market	
  it	
  known	
 ...
Do	
  tools	
  dictate	
  approach?	
  
“It	
  takes	
  a	
  long	
  Jme	
  to	
  reload	
  and	
  aim”	
  
Therefore	
  
...
Or	
  your	
  compeJtors?	
  
Asymmetric	
  warfare	
  
You	
   Your	
  compeHtor	
   Result	
  
Stalemate	
  
Toast!	
  
Toast!	
  (Slow)	
  
?	
  
?	
...
IteraJon	
  
•  Get	
  good	
  at	
  iteraJng	
  
•  Get	
  good	
  at	
  iteraJng	
  fast	
  
•  Get	
  good	
  at	
  lea...
EvaluaJon	
  
Too	
  oLen	
  missing	
  
Let	
  a	
  thousand	
  flowers	
  bloom…	
  
Get	
  good	
  at	
  selecJng	
  those	
  to	
  keep	
  -­‐	
  Cull	
  the	
 ...
How?	
  
A	
  liBle	
  advice….	
  
Iterate!	
  
•  Try	
  something	
  
– See	
  what	
  happens	
  
– Learn,	
  adjust,	
  change	
  
– Go	
  around	
  agai...
Brakes	
  are	
  good	
  
•  Get	
  good	
  at….	
  
– Knowing	
  when	
  to	
  stop	
  
– Stopping	
  
•  Technical	
  ha...
Plans	
  can	
  help	
  
•  Plans	
  are	
  a	
  useful	
  learning	
  tool	
  
– Value	
  is	
  in	
  the	
  planning	
  ...
You	
  can’t	
  see	
  the	
  future…	
  
•  You	
  can’t	
  know	
  what	
  will	
  work	
  
•  Stop	
  wasJng	
  Jme	
  ...
Iterate	
  at	
  all	
  levels	
  
Regularly	
   Evaluate	
  -­‐>	
  Set/change	
  direcJon	
  
Frequently	
   Collect	
  ...
Allan’s	
  
commandments	
  
#1	
  Do	
  it	
  Right,	
  Do	
  it	
  Fast;	
  Learn	
  &	
  Iterate	
  
#2	
  Fail	
  fast...
 Take-­‐away	
  
1.  Fast	
  iteraJons	
  allow	
  for	
  
learning	
  
– Learn	
  to	
  iterate	
  fast	
  
– Then	
  ite...
Allan Kelly - Do it right, then do the right thing
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Allan Kelly - Do it right, then do the right thing

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Several generations of managers have been taught to "Do the right thing, then do it right." It has a logic all of its own doesn't it? What's the use of being highly effective is you are highly effective at the wrong thing? But what if the obsession with doing the right thing is itself harmful? What if you don't know the right thing to do until you have do something? What if you need to do something in order to know what is right and what is wrong? Rather than analyse before doing anything, it may well be cheaper and faster with modern tools to do something, and then analyse what happens before deciding what to do next. But only if you can iterate: do something, learn and go around again. In this session Allan Kelly will present an alternative, possibly heretical, view of the world and argue that doing things right is essential if you are to do the right thing.

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Allan Kelly - Do it right, then do the right thing

  1. 1. allan  kelly   Twi+er:  @allankellynet   h+p://www.allankelly.net   Do  it  Right   Then   Do  the  Right  thing   May    2014  
  2. 2. The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again. Allan  Kelly…   Chapters  in…   •  Business  Analysis  and  Leadership,  Pullan  &  Archer   2013   •  97  Things  Every  Programmer  Should  Know,  Henney,   2010   •  Context  EncapsulaAon  in  PaBern  Languages  of   Program  Design,  vol#5,  2006   Ø ConsulJng  on  soLware   development  &  strategy   Ø Training  for  Agile   Author   –  Changing  SoLware  Development:  Learning  to  be   Agile  (2008,  Wiley)   –  Business  Pa/erns  for  So2ware  Developers  (2012,   Wiley  -­‐  ISBN:  978-­‐1119999249)   –  Xanpan:  ReflecJons  on  agile  (work  in  progress)   h+ps://leanpub.com/xanpan    
  3. 3. Management  commandment   Do  the  Right  Thing   Then     Do  it  Right   I  am  here   to   challenge  
  4. 4. I  am  not  saying   Knowingly  do  the  Wrong  Thing   I  am  saying   You  only  know  the  Right  Thing  by   doing  
  5. 5. Exhibit  A  -­‐  The  Alignment  Trap   Less   EffecJve   More     EffecJve   Highly  aligned   Less  aligned   ‘Alignment  trap’   11%  companies   +13%  IT  spending   -­‐14%  3  year  sales   growth   ‘Maintenance  zone’   74%  companies   Avg  IT  spending   -­‐2%  3  year  sales   growth   ‘IT  Enabled  growth’   7%  companies   -­‐6%  IT  spending   +35%  3  year  sales   growth   ‘Well-­‐oiled  IT’   8%  companies   -­‐15%  IT  spending   +11%  3  year  sales   growth   Source:  Shpilberg,  Berez,  Puryear,  Shah:   MIT  Sloan  Review,  Fall  2007      1   2   Doing  the  right  things   Doing  things  right  
  6. 6. Doing  the  right  thing…   •  Costs     – Money:  £consultants,  $analysts,  €managers   – Time:  Analysis,  research,  meeJngs,  discussions   •  AssumpJons   – There  is  a  right  answer   – And  it  is  knowable   – No  value  in  wrong  answer   – That  wrong  &  right  are  definable  
  7. 7. Exhibit  B  –  Lean  Start-­‐Up   •  Knowing  is  difficult   •  Get  into  the  market  to   find  out   •  See  what  people  will   $pay  for   –  Not  just  what  that  €say   •  Doing  need  not  be   expensive  
  8. 8. Exhibit  C  –  Changing  course   Seqng    the  “right”  course    makes  it  harder  to   change  course   "Faced  with  the  choice  between   changing  one's  mind  and   proving  that  there  is  no  need  to   do  so,  almost  everyone  gets   busy  on  the  proof.”  John  Kenneth   Galbraith  
  9. 9. Exhibit  D  –  Changing  (Me!)   •  Its  about  Learning   •  To  Learn  we  must  do   •  How  can  you  increase   the  pace  of  learning?   Learning   Change  
  10. 10. Exhibit  E  –  He  who  learns  fasters   “We  understand  that  the   only  compeJJve  advantage   the  company  of  the  future   will  have  is  its  managers’   ability  to  learn  faster  than   then  their  compeHtors.”   Arie  de  Geus,  The  Living  Company  1988  
  11. 11. How  do  you  learn  fast?   •  Do   •  How  do  you  do?   •  Iterate   – Iterate  faster   – Iterate  more   •  Learn   •  Learn  to  iterate  faster,  improve  your  aim  
  12. 12. Ready,  Fire,  Fire,  Fire,  Aim,  Fire,  …  
  13. 13. Choose  your  weapon   M16  from  Dragunova  via  WikiCommons,  CreaJve  Commons  License   L115A3  from  Defence    on  WikiCommon  Open  Government  License  
  14. 14. Or  is  your  choice  more  like….   M16  from  Dragunova  via  WikiCommons,  CreaJve  Commons  License   Berdan  Sharps  rifle  via  WikiCommons,  Public  Domain  image  
  15. 15. Which  are  you?   Your  delivery  (supply)  side?   Your  business  (demand)  side?  
  16. 16. Choose  your  weapon   Snipers  Rifle   •  Known  target   •  Clear  shot   •  Time  to  prepare   •  Limited  variables   Machine  Gun   •  Many  targets   •  Confused  environment   •  Time  short  –  AcJon   required   •  Many  variables   •  Frequently  miss  
  17. 17. Choose  your  approach   Sniper  development   •  Market  is  slow  moving   •  Market  it  known   •  CompeJtors  are  slow   •  Capital  is  scarce   •  Development  is  expensive   •  Risk  of  collateral  damage,   e.g.  brand,  individuals   Machine  development   •  Market  is  fast   •  Market  is  changing   •  CompeJtors  are  fast   •  Capital  is  cheap   •  Development  is  cheap  (and   fast)   •  MulJple  failures,  try  again  
  18. 18. Do  tools  dictate  approach?   “It  takes  a  long  Jme  to  reload  and  aim”   Therefore   “take  Jme  to  make  sure  every  shot  counts”  
  19. 19. Or  your  compeJtors?  
  20. 20. Asymmetric  warfare   You   Your  compeHtor   Result   Stalemate   Toast!   Toast!  (Slow)   ?   ?  
  21. 21. IteraJon   •  Get  good  at  iteraJng   •  Get  good  at  iteraJng  fast   •  Get  good  at  learning  from  results   – Test  results  with  customer   – Test  output  in  the  market   – And  Evaluate   Close  the  loop  –  evaluate   what  you  do  &  feedback  
  22. 22. EvaluaJon   Too  oLen  missing  
  23. 23. Let  a  thousand  flowers  bloom…   Get  good  at  selecJng  those  to  keep  -­‐  Cull  the  rest  
  24. 24. How?   A  liBle  advice….  
  25. 25. Iterate!   •  Try  something   – See  what  happens   – Learn,  adjust,  change   – Go  around  again   •  If  you  can’t  iterate   – You  can’t  learn   Doing  IteraHon  Right  is  a  pre-­‐requisite  for   Doing  the  Right  Thing  
  26. 26. Brakes  are  good   •  Get  good  at….   – Knowing  when  to  stop   – Stopping   •  Technical  has  TDD,  ATDD,  BDD  to  stop   •  Corporate  brakes   – Por{olio  management   – Venture  Capital  funding  model   – Use  a  Dragon’s  Den  
  27. 27. Plans  can  help   •  Plans  are  a  useful  learning  tool   – Value  is  in  the  planning   •  Don’t  spend  too  long  on  plans   •  Don’t  try  to  execute  the  plan   plans  are  useless,   but  planning  is   indispensable   Dwight  D.  Eisenhower   About  2   hours  per   week(?)  
  28. 28. You  can’t  see  the  future…   •  You  can’t  know  what  will  work   •  Stop  wasJng  Jme  and  money  guessing   •  Get  good  at  probing  –  experimenJng   – Conduct  a  lot  of  experiments   – Learn  from  experiments   – Stop  those  which  “don’t  work”   – Promote  those  which  do  
  29. 29. Iterate  at  all  levels   Regularly   Evaluate  -­‐>  Set/change  direcJon   Frequently   Collect  next  -­‐>  Decide  next   Most  frequently   Developer  -­‐>  Release   •  Build  capability  to  iterate  –  and  USE  IT   •  Use  data  gained  from  iteraJon   •  Iterate  your  way  to  to  The  Right  Thing  
  30. 30. Allan’s   commandments   #1  Do  it  Right,  Do  it  Fast;  Learn  &  Iterate   #2  Fail  fast,  Fail  Cheap;   Evaluate,  Learn   #3  Invest  in  brakes;   Stop  &  Turn  
  31. 31.  Take-­‐away   1.  Fast  iteraJons  allow  for   learning   – Learn  to  iterate  fast   – Then  iterate  in  the  market   – Learn  to  evaluate  &  feedback   2.  Fail  fast,  fail  cheap,  learn   3.  Invest  in  brakes   allan  kelly  -­‐  SoLware  Strategy  Ltd.   www.allankelly.net  -­‐  allan@allankelly.net  -­‐  @allankellynet   h+p://leanpub.com/ xanpan/c/DevConFu14  

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